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Staffing and Leading a Growing Company
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What is strategic human resource management?
Involves attracting, developing, and maintaining a talented and energetic workforce to support the organization’s mission, objectives, and strategies. Is a strategic process. Copyright 2006 Prentice Hall Publishing Company
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HRM main responsibilities
Attracting a quality workforce Human resource planning, recruitment, and selection Developing a quality workforce Employee orientation, training and development, and career planning and development Maintaining a quality workforce Management of employee retention and turnover, performance appraisal, and compensation and benefits Copyright 2006 Prentice Hall Publishing Company
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What is strategic human resource management?
Applies the HRM process to ensure the effective accomplishment of organizational mission and strategies. Human resource planning The process of analyzing staffing needs and planning how to satisfy these needs in a way that best serves organizational mission, objectives, and strategies. Copyright 2006 Prentice Hall Publishing Company
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Choosing HR strategies
Organizational Strategies Organizational Capabilities HR Strategies Organizational Characteristics Environments Copyright 2006 Prentice Hall Publishing Company
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What is strategic human resource management?
Steps in the human resource planning process: Step 1—review organizational mission, objectives, and strategies. Step 2—review human resource objectives and strategies. Step 3—assess current human resource needs. Step 4—forecast human resource needs. Step 5—develop and implement human resource plans. Copyright 2006 Prentice Hall Publishing Company
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What is strategic human resource management?
The foundation of human resource planning is job analysis. The orderly study of job facts to determine just what is done, when, where, how, why, and by whom in existing or potential new jobs. Work flow Organizational structure Job analysis provides information for developing: Job descriptions Job specifications Copyright 2006 Prentice Hall Publishing Company
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Trait or Characteristic
Table Linking Tasks from a Job Description to the Traits Needed to Perform the Job. Job Task Trait or Characteristic Generate and close new sales Outgoing, persuasive, friendly Make 15 “cold calls” per week Self-starter, determined, optimistic,independent, confident Analyze customers’ needs and recommend proper equipment Good listener, patient, empathetic Counsel customers about options and features needed Organized, polished speaker, “other” oriented Prepare and explain financing methods Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate Retain existing customers Relationship builder, customer-focused
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Copyright 2006 Prentice Hall Publishing Company
Job Design Strategies Job simplification - breaks work down into its simplest form and standardizes each task. Job enlargement (horizontal job loading) - adds more tasks to a job to broaden its scope. Job rotation - cross-trains workers so they can move from one job in a company to others, giving them a greater number and variety of tasks to perform. Often used with a skill-based pay system. Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Job Design Strategies (Continued) Job enrichment (vertical job loading) - builds motivators into a job by increasing the planning, decision making, organizing and controlling functions (which traditionally were managerial tasks). Five core characteristics: Skill variety Task identity Task significance Autonomy Feedback Enriched Job Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Job Design Strategies (Continued) Flextime - an arrangement under which employees build their work schedules around a set of “core hours” - such as 11 a.m.. to 2 p.m. - but have flexibility about when they start and stop work. Job sharing - a work arrangement in which two or more people share a single full-time job. Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Job Design Strategies (Continued) Flexplace - a work arrangement in which employees work at a place other than the traditional office, such as a satellite branch closer to their homes or, in some cases, at home. Telecommuting - an arrangement in which employees have employees working from their homes use modern communications equipment to hook up to their workplaces. Copyright 2006 Prentice Hall Publishing Company
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How do organizations attract a quality workforce?
Recruitment Activities designed to attract a qualified pool of job applicants to an organization. Steps in the recruitment process: Advertisement of a job vacancy. Preliminary contact with potential job candidates. Initial screening to create a pool of qualified applicants. Copyright 2006 Prentice Hall Publishing Company
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How do organizations attract a quality workforce?
Recruitment methods External recruitment—candidates are sought from outside the hiring organization. Internal recruitment—candidates are sought from within the organization. Traditional recruitment—candidates receive information only on most positive organizational features. Realistic job previews—candidates receive all pertinent information. Copyright 2006 Prentice Hall Publishing Company
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How do organizations attract a quality workforce?
Selection Choosing from a pool of applicants the person or persons who offer greatest performance potential. Selection Steps Completion of a formal application form Interviewing Testing Reference checks Physical examination Final analysis and decision to hire or reject Copyright 2006 Prentice Hall Publishing Company
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Trait or Characteristic
Table 19.3 Interview Questions for Candidates for a Sales Representative Position Trait or Characteristic Question Outgoing, persuasive, friendly How do you persuade reluctant prospects to buy? Can you give an example? Good listener, patient, empathetic What would you say to a fellow salesperson who was getting more than her share of rejections and was having difficulty getting appointments? Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate How do you feel when someone questions the truth of what you say? Can you give an example of successfully overcoming this situation? Other questions: If you owned a company, why would you hire yourself? How do you acknowledge the contributions of others in your department?
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Copyright 2006 Prentice Hall Publishing Company
Employment Tests Valid test – one that measures what it is intended to measure (e.g. aptitude for selling) Reliable test – one that measures consistently over time. Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Socialization Socialization is important to retain and maximize the human resource. Socialization can be divided into three phases. Settling – in Encounter Anticipatory Copyright 2006 Prentice Hall Publishing Company
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How do organizations develop a quality workforce?
Training A set of activities that provides the opportunity to acquire and improve job-related skills. On-the-job training Job rotation Coaching Mentoring Modeling Off-the-job training Management development Copyright 2006 Prentice Hall Publishing Company
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How do organizations develop a quality workforce?
Performance management systems ensure that— Performance standards and objectives are set. Performance results are assessed regularly. Actions are taken to improve future performance potential. Copyright 2006 Prentice Hall Publishing Company
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How do organizations develop a quality workforce?
Performance appraisal Formally assessing someone’s work accomplishments and providing feedback. Purposes of performance appraisal: Evaluation—let people know where they stand relative to objectives and standards. Development—assist in training and continued personal development of people. Copyright 2006 Prentice Hall Publishing Company
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How do organizations develop a quality workforce?
Graphic rating scales Behaviorally anchored rating scales (BARS) Critical-incident techniques Multi-person comparisons Copyright 2006 Prentice Hall Publishing Company
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How do organizations develop a quality workforce?
Alternatives to supervisory appraisal: Peer appraisal Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. Upward appraisal Occurs when subordinates reporting to the jobholder are involved in the appraisal. 360° feedback Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholder’s performance. Copyright 2006 Prentice Hall Publishing Company
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How do organizations maintain a quality workforce?
Basic career development concepts … Career—a sequence of jobs that constitute what a person does for a living. Career path—a sequence of jobs held over time during a career. Career planning—process of systematically matching career goals and individual capabilities with opportunities for their fulfillment. Career plateau—a position from which someone is unlikely to move to a higher level of work responsibility. Copyright 2006 Prentice Hall Publishing Company
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How do organizations maintain a quality workforce?
Work-life balance How people balance career demands with personal and family needs. Progressive employers support a healthy work-life balance. Contemporary work-life balance issues: Single parent concerns Dual-career couples concerns Family-friendliness as screening criterion used by candidates Copyright 2006 Prentice Hall Publishing Company
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How do organizations maintain a quality workforce?
Retention and turnover … Replacement is the management of promotions, transfers, terminations, layoffs, and retirements. Replacement decisions relate to: Shifting people between positions within the organization Retirement Termination Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Company Culture Distinctive, unwritten, informal code of conduct that governs the behavior, attitudes, relationships, and style of an organization. “The way we do things around here.” In small companies, culture plays as important a part in gaining a competitive edge as strategy does. See Amy’s Ice Creams example. Copyright 2006 Prentice Hall Publishing Company
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Characteristics of Positive Company Culture
Respect for work and life balance Sense of purpose Sense of fun Diversity Integrity Participative management Learning environment Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Communication Managers spend about 80 percent of their time in some form of communication: 30% talking 25% listening 15% reading 10% writing Many problems in the workplace arise because of poor communication. Copyright 2006 Prentice Hall Publishing Company
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Communicating Effectively
Clarify your message before communicating it. Use face-to-face communication whenever possible. Be empathetic. Match your message to your audience. Be organized. Copyright 2006 Prentice Hall Publishing Company
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Communicating Effectively
Encourage feedback. Tell the truth. Don’t be afraid to tell employees about the business, its performance, and the forces that affect it. Be a good listener. Copyright 2006 Prentice Hall Publishing Company
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The Challenge of Motivating Workers
Empowerment Job design Rewards and compensation Feedback Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Empowerment Involves giving workers at every level of the organization the power, the freedom, and the responsibility to control their own work, to make decisions, and to take action to meet the company’s objectives. Requires a different style of management from that of the traditional manager. Is built on sharing information, authority, and power. Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Open-Book Management Employees: See and learn to understand a company’s financial statements and its critical numbers. Learn that a significant part of their jobs is moving those critical numbers in the right direction. Have a direct stake in the company’s success through profit sharing, ESOPs, or performance-based bonuses. Copyright 2006 Prentice Hall Publishing Company
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Rewards and Compensation
The key to using rewards to motivate workers is tailoring them to the needs and characteristics of individual workers. Copyright 2006 Prentice Hall Publishing Company
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Rewards and Compensation
Compensation and benefits Base compensation Salary or hourly wages Fringe benefits Additional non-wage or non-salary forms of compensation Flexible benefits Employees can select a set of benefits within a certain dollar amount Copyright 2006 Prentice Hall Publishing Company
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Rewards and Compensation
Money is an effective motivator - up to a point. Pay-for-performance systems Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Pay-for-Performance Employees’ incentive pay must be clearly and closely linked to their performances. Employees must be able to see the connection between what they do every day on the job and the rewards they receive. The system must be simple enough so that employees understand and trust it. Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
Pay-for-Performance Employees must believe the system is fair. The system should be inclusive, rewarding all employees, no matter what their jobs might be. The system should make frequent payouts to employees. Copyright 2006 Prentice Hall Publishing Company
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Rewards and Compensation
Intangible rewards such as praise, recognition, celebrations, and others can be very powerful, yet inexpensive, motivators. How do generational differences influence the types of rewards to which employees respond? Copyright 2006 Prentice Hall Publishing Company
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The Feedback Loop Deciding What to Measure Taking Action How to
Comparing Actual Performance Against Standards Deciding What to Measure How to Taking Action to Improve Performance Actual
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Guidelines for Successful Performance Appraisals
Link the employee’s performance to the job description. Establish meaningful, job-related, observable, measurable, and fair performance criteria. Prepare for the appraisal by outlining the key points you want to cover with the employee. Invite the employee to provide an evaluation of his own job performance based on the criteria. Copyright 2006 Prentice Hall Publishing Company
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Guidelines for Successful Performance Appraisals
(Continued) Be specific. Keep a record of employees’ critical incidents - both positive and negative. Discuss the employee’s strengths and weaknesses. Incorporate employees’ goals into the appraisal. Keep the evaluation constructive. Copyright 2006 Prentice Hall Publishing Company
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Guidelines for Successful Performance Appraisals
(Continued) Praise good work. Focus on behaviors, actions, and results. Avoid surprises (for both the employee or the business owner). Plan for the future. Smart business owners spend about 20% of a performance appraisal discussing past performance and 80% developing goals, objectives, and a plan for improving performance in the future. Copyright 2006 Prentice Hall Publishing Company
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Human Resource Management
Issues for Entrepreneurs in Vietnam Overview The Labor Pool Labor Laws Inexpensive Labor: Vietnam’s Most Valuable Resource Organized Labor Recruiting Wages and Benefits Cultural Considerations Copyright 2006 Prentice Hall Publishing Company
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Copyright 2006 Prentice Hall Publishing Company
How is your HR plan? Organization structure Work flow Job description Hiring Compensation Performance appraisal Rewarding Training (if needed) Copyright 2006 Prentice Hall Publishing Company
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